Managing change can be a very complex process for managers, but assisting their employees to adapt and assimilate change can be even more complicated. This is why managers and leaders must be knowledgeable at managing the dimension of people in order to be successful at managing change. Understanding how others cope, think, and assimilate change becomes a valuable asset for managers. This understanding assists them in managing employee resistance and in assisting their employees to accept and embrace the unavoidable presence of changes within the organization. Change Situation Experiencing Resistance within My Organization
My organization recently underwent a major management change. This management transition brought within many changes to our current processes and dynamics. Although most of the changes have been widely accepted by most employees, one in particular is experiencing great resistance. This change is the adoption of new a overtime policy.
Prior to the establishment of this change, any agent interested in working extra hours was only required to inform his or her intention to work extra hours at any time. With the new policy agents are not only now required to inform their managers of their intention to work additional hours 24 hours in advance, but once they commit to work the hours if for any circumstances they are unable to, corrective actions are taken against them. This means that all employees requesting to work extra hours who are unable to fulfill their request due to any given circumstances would be subject to a corrective action session by their managers and to have it documented in the employee’s file.
This new policy has created great discomfort and resistance in the employee’s, which have also lead our employees to refrain from working additional hours. Unfortunately, our organization depends tremendously on our employee’s willingness to work additional hours due to the nature and volume of the work involving our business. Therefore, finding and developing effective ways to deal with their resistance is imperative for the success of our organization. What are the factors causing the employee’s resistance?
Trice and Beyer (2005) stated that any establishment of changes within the organization will always require changes to the existing culture. They also stated that the impact to be suffered by the organization due to the changes implemented is strictly directed by the level of the change involved, its acceptance and understanding by the employees, which is the case with the change instituted by my organization (Trice & Bayer, 2005).
There are many factors underlying the presence of resistance from the employees regarding the change implemented by the leadership group. These factors are: 1.The employee’s perception of this change as arbitrary and unfair. •Our employees do not believe that this change was necessary and perceive it as another attempt to micromanage by management. They believe that the original system was working perfectly for them and the organization.
•Employees believe that the institution of this change is unfair being that they feel penalized for volunteering their personal time to assist the organization, instead of being appreciated for it
2.The employees resent that that they were not made part of the discussion leading to the establishment of the change or made aware of the reasoning behind the implementation of the change and what intents to accomplish. •This is the main cause of their resistance. Our employees resent the fact that management did not allowed them to participate in the discussions leading to...